????最新蓋洛普（Gallup）調查顯示，全球僅有13%的員工會在工作中積極投入，也就是說，他們是全身心致力于工作中，可能做出巨大的貢獻。

????人們很容易對這樣的統(tǒng)計數(shù)據(jù)置之不理，說員工就是不想工作。但作為雇主，自然不能就這么輕易放棄。

????或許你的員工已經(jīng)在精神上開了小差，或許他們相互鼓勵幫助公司實現(xiàn)了目標，無論如何，招聘的方式，為團隊選擇不同人才的途徑，以及留住人才的策略等，都能發(fā)揮重要的作用。

????啟動營銷引擎，吸引優(yōu)秀人才

????在成長型公司，營銷團隊不應該只關注吸引客戶。你還要盡量引起理想的、目標員工的關注。否則，你的職位空缺便無法吸引足夠多的求職者——最終，公司便只能落入成長型公司常見的招聘陷阱，即招聘的員工只是在迫于無奈完成工作。如果一個職位的申請人數(shù)不超過20人，那就說明公司的招聘策略有問題。

????關鍵是要宣傳公司的愿景，不要擔心付不起誘人的薪酬。對此筆者有切身的體會。多年前，筆者成立了大學院校創(chuàng)業(yè)者協(xié)會（Association of Collegiate Entrepreneurs），需要招聘第一位辦公室經(jīng)理。當時我們只能為這個職位支付18,000美元工資。我在威奇托當?shù)匾患覉蠹埳习l(fā)布了一則小廣告，廣告是這樣寫的：“希望在一家全球性創(chuàng)業(yè)組織內改變這個世界的大學生：你是否厭倦了為大公司工作？你是否希望在充電之后再回到校園？”我收到了從奧馬哈到達拉斯共120份申請，人選都非常出色。最后我錄用了一位專業(yè)人士，他曾在一家大型電信公司擔任CEO的行政助理，之前的薪酬高達60,000美元。

????我認識的另外一名創(chuàng)業(yè)者，為技術人員定期舉行下班后快樂時光活動，最終這項活動吸引了大量人參加，也為她在所在城市打出了自己的知名度——在那座城市，人才爭奪非常激烈。每當需要招聘的時候，她都會把那項活動作為尋找人才的渠道。

????不要尋找自己的復制品。

????我去過許多公司，經(jīng)常看到員工的穿著、聲音和思維方式與CEO幾乎如出一轍。身為創(chuàng)業(yè)者，我們最不應該做的，就是招聘一群自己的復制品。你的團隊應該像好萊塢盜賊電影中的團伙一樣，各個身懷絕技——他們應該擅長不同的領域，能夠帶來獨特的視角，而不是一群可以隨時被替換的通才。這可以為團隊的所有人創(chuàng)造一個更令人興奮的工作環(huán)境。

????招聘的時候，我們難免會傾向于和我們類似的人。所以，為了可靠起見，我建議使用記分卡系統(tǒng)。在對求職者進行面試和評價的時候，不僅要依據(jù)你希望他們承擔的責任，還要以你希望他們實現(xiàn)的目標作為基礎。比如在2014年為公司帶來100萬美元的銷量等。要迅速了解如何使用這種方法，我推薦由頂級評級法招聘系統(tǒng)的共同創(chuàng)造者杰夫?斯瑪特編寫的一本非常簡明的書《誰》（Who）。

????創(chuàng)造一個有利于優(yōu)秀人才成長的環(huán)境

????不要擔心如何激勵最優(yōu)秀的員工，重點是不要讓愚蠢的員工妨礙其他人的發(fā)展。在每天或每周的會議上，詢問他們遇到的障礙，替他們掃清道路，讓他們完成最重要的工作。要想調動優(yōu)秀員工的積極性，領導者應該關心的是取消效率低下的流程和糟糕的管理實務。

????New Gallup research shows that only 13% of workers worldwide are actively engaged in their jobs, meaning they're psychologically committed to doing their best and likely to make a strong contribution.

????It's easy to write off statistics like this and say that employees just don't want to work, but as an employer, you shouldn't let yourself off the hook so easily.

????How you hire, the way you select a mix of talent on your team, and the strategies you use to retain people can make a major difference in whether you find yourself leading a bunch of people who've mentally checked out -- or a group that feeds off each other's energy as they help the company reach its goals. Here are three strategies you can use to build an engaged team.

????Crank up your marketing engine

????At a growing company, your marketing team shouldn't focus only on attracting customers. You need to get onto the radar screen of your ideal, target employees, too. Otherwise, you won't attract enough candidates to interview for your positions -- and leave yourself prey to the common growth-company trap of hiring anyone who's breathing, out of sheer desperation to get the work done. If you're not getting at least 20 applicants for each position, you're doing something wrong.

????The key is to sell your vision and to stop worrying if you can't pay top dollar. I learned this lesson years ago when I was starting the Association of Collegiate Entrepreneurs and needed to hire my first office manager. We could only afford to pay $18,000 for the position. The tiny ad I placed in a local Wichita paper said, "College student looking to change the world in global entrepreneurship organization: Are you tired of working for a big company? Do you want to get reenergized and back on campus?" I received 120 responses from amazing people, from Omaha to Dallas. I ended up hiring a pro who had been the executive assistant to the CEO of a large telecom company and had been earning $60,000 before that.

????Another entrepreneur I know held a regular after-work happy hour for techies that eventually became the place to go and be seen in her city -- where she faced plenty of competition for talent. That event became her talent pipeline when she needed to fill a position.

????Don't hire clones

????Time after time when I visit companies, I see a bunch of employees who dress, sound, and think the same way as the CEO. As entrepreneurs, the last thing we should do is try to recruit a bunch of mini-me's. Your team should be more like the motley crew in a heist movie -- experts who excel in different areas and bring unique perspectives, not a bunch of interchangeable generalists. It will create a more exciting environment for everyone on your team.

????It's hard to avoid the tendency to gravitate to people who are like us when we hire, so I recommend using a scorecard system to keep things honest. Interview and rate candidates based not just on the responsibilities you need them to fill, but also the outcomes you need them to achieve, such as bringing in $1 million in sales in 2014. For a quick overview of how to use this approach, I recommend the concise book Who by Geoff Smart, co-creator of the Topgrading hiring system.

????Create an environment where great people thrive

????Instead of worrying about how to motivate your most talented employees, focus on keeping the stupid stuff out of their way. Ask them at your daily or weekly meetings what roadblocks they're hitting and clear them, so they get their most important work done. Leaders should focus on stomping out inefficient processes and bad management practices if they want to keep talented employees engaged.